Informal Networks LO7796

Doug Seeley (100433.133@CompuServe.COM)
09 Jun 96 06:56:31 EDT

Responding to Michael McMaster in LO7725, LO7726 and others in this thread,

In LO7725, Michael wrote..

> "There is always a vast amount that is unknowable behind, around,
with, the tiny percentage that is knowable at any one time. We need
to recognise this phenomenon if we are to mine the gold that is
available in the insight."

If I interpret your use of "knowable", here as that which I can
conceptually articulate internally and externally, I could not agree more.
It seems to me that there is an incredible amount of subtle damage done by
attaching ourselves to verbal formulations, either internally or
externally, and projecting them onto others and our relationships with the
world. I am not disavowing such "knowledge", but I am actively exploring
how to connect to those goldmines of "knowingness" within ourselves and
others as a higher priority. It seems to me that when the unique
knowingness of each individual is demeaned by the precedence, authority
and importance of verbal formulations, that we greatly lessen what we seem
to be, and what we could become.

and in LO7726, Michael wrote..

>"The difference is in the particular bright focus of information that each
person, specialty, etc has. It is this sharing from the whole rather than
as a separate being to the whole which is wanted."

>"By focussing on management and its information as "more equal" than the
others misses what is possible for organisational intelligence. "

[ ...as I write this, the "All for One, and One for All" from the movie
the 3 Musketeers, comes up in French on the TV my son is watching. ]

I believe that Michael has raised a very crucial point here for the
learning organization. Unless the Whole acknowledges the equal importance
of each individual, a space is not created for the Whole to manifest
through each individual. It appears to me that the challenge is howto
nurture this role of informal networks, as the key adaptive strategy of
the organization.

Does anyone have any idea what this strategy actually looks like in
organizations?

Chjeers, Doug Seeley

--
Doug Seeley, (Geneva, soon to be Victoria, BC)  100433.133@compuserve.com
	        "The World is a Hologram in your Heart."
 

Learning-org -- An Internet Dialog on Learning Organizations For info: <rkarash@karash.com> -or- <http://world.std.com/~lo/>